Providing consulting services to nonprofit organizations. Engagements include strategic planning advice and development, operational analysis, and underlying financial strengths.

President and Chief Operating Officer (2014 – 2016)Executive Vice President and Chief Operating Officer (2005 – 2014) • Leveraged years of strategic goals-focused hospital operational and financial leadership acumen to achieve an enviable 4% operating margin, while expanding programs and improving patient care and creating and maintaining a best-in-class A credit rating in a challenging and rapidly evolving health care market environment.• Developed clinical affiliations with tertiary provider care in the local community. Partnered with such organizations as Brigham and Women’s and Boston Children’s Hospitals to provide surgery, neurology, neonatology, and pediatrics, which brought these critical services to the South Shore community.• Balanced financial, clinical, and management factors in successfully building a more integrated health system with new physician group affiliations and practice purchases (200 total physicians). Partnered in successfully managing with the South Shore Physician Hospital Organization.• Employed value stream analysis to prioritize and selectively grow clinical programs to expand patient base, responsibly issuing debt and bringing in projects on time and on budget, to anticipate and meet patient needs.• Developed and executed five-year, $125 million IT investment initiative to modernize and integrate new clinical and financial systems, including upcoming transition to EPIC electronic health record.• Led management team and “lean” performance improvement initiative, partnering collaboratively with administrative and clinical leaders, resulting in vastly improved operating room and emergency room metrics.• Over nearly a decade, led leadership/staff engagement initiative to successfully meet aggressive patient volume expansion and care quality goals, including detailed department prioritized goals in multifaceted communications.

Senior Vice President, Chief Financial Officer and Treasurer (1998 – 2005) As member of senior management team, managed staff of 230. Responsible for all business operations, including finance, accounting, budgeting and reimbursement, information systems, health information management, patient accounting admitting, revenue systems, and physician services.• Established stable and future-focused financial underpinnings that enabled critical hospital growth. Financial budgeting discipline and conservative revenue estimates won South Shore the only A credit rating among independent hospitals in Massachusetts, providing access to capital markets.• Directed development of long-term financial model in line with hospital mission and evolving strategic plan and collaborated with senior management and medical staff to prioritize programs, initiatives, and expenditures.• Consistently won rate increases in negotiating managed care contracts (Harvard Pilgrim, Tufts, Blue Cross), while strategically lowering maternity rates to build revenue as a competitive community alternative to Boston hospitals.• Drove administrative/clinical interdisciplinary initiatives, leading to development of a Revenue Systems Department, to win fair insurance payments and reduce denials, as well as improve receivables and cash positions.Vice President and Controller (1994 – 1998)Reporting to Senior Vice President of Finance and Business Operations, managed all financial functions (financial statements, new program/capital analysis, financial projections, budget preparation, cash management, year-end audits, regulatory liaison, managed care contracting support). Led major initiatives, including development of corporate compliance program and redesign of inpatient documentation to maximize reimbursements.Corporate Controller (1992 – 1994) Oversaw accounting, payroll, and accounts payable. Streamlined monthly financial statement closing cycle to 10 days.

For the former non-profit parent of Norwood Hospital and a range of other regional and community health providers, progressed through increasingly responsible finance and operational management roles.

As an auditor in the Medicare Audits department, performed routine audits on affiliated health care providers to ensure compliance with Medicare regulations.